7/30/2019 leadership motivation theories
1/38
Motivation Theories
7/30/2019 leadership motivation theories
2/38
Motivation Motivation is derived from Latin wordmovere which meansto move
a process that starts with physiological
or psychological deficiency or need thatactivates a behaviour or a drive that isaimed at a goal or incentive.(Luthans:1998).
The process that account for anindividuals intensity, direction andpersistence of effort toward attaining a
goal. (Robbins)
7/30/2019 leadership motivation theories
3/38
Concept of Motivation
A need must be felt by an individualin such a way that it drives him/herto satisfy it.
The force underlying this behaviourmay be called motivation.
This force may vary depending upon
the intensity and importance of theneed to the individual.
7/30/2019 leadership motivation theories
4/38
Contd.
Peoples behaviour is determined bywhat motivates them. Theirperformance is a product of both
ability level and motivation.Needs: a physiological or psychological
imbalance leads to the creation of aneed
Drives/motives: propel individual toattain their goals or satisfy their needs.
Incentives: that can fulfill a need and
decrease the intensity of a drive is
7/30/2019 leadership motivation theories
5/38
Basic Motivational Model(Mullins:1996)
Needs or
expectations
Driving Force
(behaviour or
action)
Desired
Goals
result in to achieve
Fulfillment
whichprovidefeedback
7/30/2019 leadership motivation theories
6/38
Types of MotivationTheories
Content Theories
Process Theories
7/30/2019 leadership motivation theories
7/38
Content Theories
These theories attempt to explainthose specific things which actuallymotivate the individual at work.
These theories are concerned withidentifying peoples needs and theirrelative strengths, and the goals theypursue in order to satisfy theseneeds.
Content theories place emphasis onwhat motivates human behaviour i.e.the wants and needs that people aretrying to satisfy.
7/30/2019 leadership motivation theories
8/38
Process Theories
These theories attempt to identifythe relationship among thedynamic variables which make up
motivation. They are concerned more with how
behaviors are initiated, directed
and sustained. Process theories place emphasis
on the actual process of
motivation, looking at how the
7/30/2019 leadership motivation theories
9/38
Content Models
The Hierarchy of Needs Theory(Maslow:1943).
The ERG Theory (Alderfer:1972).
The Acquired NeedsTheory/Achievement MotivationTheory(McClelland:1961).
The Dual-Factor Theory(Herzberg:1968).
7/30/2019 leadership motivation theories
10/38
Process Models
Theory X, Theory Y (McGregor:1960)
Expectancy Theory (Vroom:1964 andPorter & Lawler:1968)
Equity Theory (Adams:1965)
7/30/2019 leadership motivation theories
11/38
Maslows Hierarchy of Needs Basic proposition is that people are
wanting beings, they always wantmore, and what they want depends
on what they already have. Hierarchy ranges through 5 levels
and is displayed in the form of apyramid implying a thinning out of
needs as people progress up thehierarchy.
Ascending order implies that it is the
next unachieved level that acts as
7/30/2019 leadership motivation theories
12/38
Maslows Hierarchy ofNeeds
Self -
actualisation
Realisation of
full potential.
EsteemEgo needs.
Love
Social needs. Social and civilisational needs.
Safety
Protection and security needs.
Basic and instinctive needs.
Physiological
Basic needs.
7/30/2019 leadership motivation theories
13/38
Alderfers ERG Theory
This is a modified need hierarchymodel and it condenses Maslows fivelevels of need into only three levels
based on the core needs of:
Existence
Relatedness
Growth
7/30/2019 leadership motivation theories
14/38
Alderfers ERG Theory
Existence Relatedness Growth
Physiological and material needs. Social, interpersonal and friendship needs. Personal growth, development, self-respect.
7/30/2019 leadership motivation theories
15/38
Alderfers ERG Theory
Existence needs are concernedwith sustaining human existence andsurvival and cover physiological and
safety needs of a material nature.
Relatedness needs are concernedwith relationships to the social
environment and cover love orbelonging, affiliation and meaningfulinterpersonal relations of a safety or
esteem nature.
7/30/2019 leadership motivation theories
16/38
Alderfers ERG Model
Growth needs are concernedwith the development of potential
and cover self-esteem and self-actualization.
The theory propounds thata) The lower order needs must be satisfied to move on
to higher order needs (satisfaction progressions inprocess)
b) The frustration of higher order needs the person cango back to lower order needs ( frustration regressionprocess)
c) All three needs can operate simultaneously.
7/30/2019 leadership motivation theories
17/38
Herzbergs Dual-FactorTheory
Herzbergs original study consistedof interviews with 203 accountantsand engineers.
The object of the research being todesign jobs that provided jobsatisfaction, thereby encouraging
higher levels of performance. This process developed into job
enrichment.
H b D l F
7/30/2019 leadership motivation theories
18/38
Herzbergs Dual FactorTheory
Hygience or Maintenance Factors
Salary
Job Security
Working Conditions
Level and Quality of Supervision
Company Policy and Administration
Interpersonal Relations
The Dissatisfiers
MOTIVATION AND JOB SATISFACTION
7/30/2019 leadership motivation theories
19/38
Herzbergs Dual FactorTheorycont.MOTIVATION AND JOB SATISFACTION
The Satisfiers
Sense of Achievement
Recognition
Responsibility
Nature of the Work
Personal Growth and Advancement
Motivators or Growth Factors
7/30/2019 leadership motivation theories
20/38
Hygiene or MaintenanceFactors (Herzberg)
These are the factors, which ifabsent, cause dissatisfaction.
They are related to the job contextand concerned with the jobenvironment.
They serve to prevent dissatisfaction.
They act as a platform upon withthe satisfaction factors can be built.
7/30/2019 leadership motivation theories
21/38
Motivators or GrowthFactors (Herzberg)
These factors, if present, serve tomotivate the individual to superioreffort and performance.
These factors are related to the jobcontent of the work itself.
The strength of these factors willaffect feelings of satisfaction or nosatisfaction, but not dissatisfaction.
7/30/2019 leadership motivation theories
22/38
McClellands AchievementMotivation Theory
McClelland identified differentmotivational categories of people andif you could identify which category a
person fell into it would helpestablish which patterns ofmotivation would lead to effective
performance and success at work.
7/30/2019 leadership motivation theories
23/38
McClellands AchievementMotivation Theory
Three motivesidentified byMcClelland:
Need forAchievement
Need for Power
Need for Affiliation
7/30/2019 leadership motivation theories
24/38
1. Need for Achievement
The need for achievement is thedesire to consistently wantchallenging tasks demanding
responsibility and application.
McClelland sees this need as themost critical for the organisations
growth and success. This need is linked to entrepreneurial
spirit and the development of
available resources.
7/30/2019 leadership motivation theories
25/38
2. Need for Power
The need for power is directed to themanager working for an organisationthat is concerned with group goals and
the power is exercised on behalf ofother people, this is socialised powerand should be distinguished frompersonalised power which ischaracterised by satisfaction fromexercising dominance over otherpeople.
7/30/2019 leadership motivation theories
26/38
3. Need for Affiliation
This is the need for good social andpersonal relations with people.
It is related to Maslowsocial needs -the need to belong.
If an individual does not experienceany sense of belonging within the
organisation they will not bemotivated to perform well. .
7/30/2019 leadership motivation theories
27/38
7/30/2019 leadership motivation theories
28/38
Theory X (McGregor)
Theory X represents the assumptionson which traditional organisationsare based, and was widely accepted
and practiced before thedevelopment of the human relationsapproach.
The central principle is direction andcontrol through a centralised systemof organisation and the exercise of
authority.
7/30/2019 leadership motivation theories
29/38
Theory X Assumptions The average person is lazy and has an
inherent dislike of work. Most people must be coerced, controlled,
directed and threatened with punishment
if the organisation is to achieve itsobjectives. The average person avoids responsibility,
prefers to be directed, lacks ambition and
values security most of all. Motivation occurs only at the physiologicaland security levels.
7/30/2019 leadership motivation theories
30/38
Theory Y (McGregor)
Theory Y represents the assumptionsconsistent with current researchknowledge.
The central principle is theintegration of the individual andorganisation goals.
It is recognised as the best way toelicit co-operation from workers.
7/30/2019 leadership motivation theories
31/38
Theory Y Assumptions
For most people work is as natural asplay or rest.
People will exercise self-direction andself-control in the service ofobjectives to which they arecommitted.
Commitment to objectives is afunction of rewards associated withtheir achievement.
7/30/2019 leadership motivation theories
32/38
Theory Y Assumptions cont.
Given the right conditions theaverage worker can learn to acceptand to seek responsibility.
The capacity for creativity in solvingorganisational problems isdistributed.
The intellectual potential of theaverage person is only partiallyutilised.
Motivation occurs at all of Maslows
7/30/2019 leadership motivation theories
33/38
Expectancy Theory
Vrooms expectancy theory(1964)maintains that employees behave inways they expect will produce
positive outcomes. The model suggest that the persons
level of effort or force (motivation) is
not simply a function of rewards. It is a measure of the strength of a
particular outcome has for the
individual.
7/30/2019 leadership motivation theories
34/38
Expectancy Theory
Vrooms expectancy theory is:
F = Sum (E * V) where,
F = Force - the motivation or the force used
to achieve it. E = Expectancy - the possibility of achieving
a certain outcome through certain actions.
V = Valency - the preference an individual
has for a particular outcome, the worthplaced on a particular result.
7/30/2019 leadership motivation theories
35/38
Expectancy Theory
Porter and Lawler (1968) developVrooms expectancy theory bysuggesting that there are two factors
determining the effort people putinto their jobs.
The value of the reward to individuals in
so far as they satisfy their need forsecurity, social esteem, autonomy andself-actualization.
7/30/2019 leadership motivation theories
36/38
Expectancy Theory
The probability that reward depends oneffort, as perceived by individuals - inother words their expectations of the
relationship between effort and reward. Thus the greater the value of a set
of rewards and the higher the
probability that receiving each ofthese rewards depends upon effort,the greater the effort that will bemade in a given situation.
7/30/2019 leadership motivation theories
37/38
7/30/2019 leadership motivation theories
38/38
Adams Equity Theory
Adams states that people will bebetter motivated if they are treatedequitably.
The exchange variables are:
Inputs - what the individual brings totheir employment in terms of effort,
experience and skills.Outcomes - the range of factors the
employee receives in return for theirinputs i.e. all the financial and non-fi i l d
Top Related